人力资源能力成熟度模型P-CMM
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Overview of the People CMM Austin SPIN, March 22, 2007
© 2007 Carnegie Mellon University
7
Why Do They Join/Leave ?
100 90 80 70 60 50 40 30 20 10 0
y ltu re te n t s ng ge xi b ilit itie ti o n ma ini on
•
Implicit messages:
work performance matters • your abilities matter • “I care whether you succeed”
and lays the foundation for a Business August 21, 2000 culture Week, of excellence and the building of high-performance teams.
Technology
B A C
Sdfkfaso iahsf sdfkas askf asfsdf dsk fs asd;fkjas;dkf askfas sdjfkn kjasdf jasdf jsf wdfi w[0din as;dhfi asf; anf[I sadifh ai asidn f af as09 d ahdp uhdf phadf uihdf hdh hf hdf d slasd hasdf uhdf sfs uhasfpuas usf smfd ask as asjas s jasf mm s apd kas ns n knsf nfas asdfj ifa[if99hj p
© 2007 Carnegie Mellon University
10
The Immediate Retention Issue
Relationship with manager:
affects morale • represents the company
•
Performance management:
‘Manage’ in the People CMM: Man•age, v.t.To accept stewardship of a resource; to develop; to optimize the conditions affecting success.
Overview of the People CMM Austin SPIN, March 22, 2007
N
84%
of companies are not utilizing their workforce to its full potential
63%
of companies' HR technology does not provide centralized data for decision-making
The Shifting Focus of Change Retention: Short & Long-term
Overview of the People CMM Austin SPIN, March 22, 2007
© 2007 Carnegie Mellon University
3
The Shifting Focus of Change
PM Network, v.19, no. 1, January 2005
Source: “2004 Workforce Agility Study:” Convergys Corp.
Overview of the People CMM Austin SPIN, March 22, 2007
© 2007 Carnegie Mellon University
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D
Organizational capability
Process
People
Overview of the People CMM Austin SPIN, March 22, 2007
© 2007 Carnegie Mellon University
Join Leave
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Overview of the People CMM Austin SPIN, March 22, 2007
© 2007 Carnegie Mellon University
To
Doers must be thinkers Assets are people People are an investment Lifetime employability Decentralized decisions Networked problems solved Measure for improvements
• With CMMI-DEV • Developing Capability to
Overview of the People CMM Austin SPIN, March 22, 2007
© 2007 Carnegie Mellon University
Predict Performance
2
Workforce Issues:
27%
of US companies have a human resources controller
S
60%
of U.S. executives say HR is not proficient at developing workforce strategy
Note: Results based on in-person interviews with top human resources executives at U.S. and European copanies in a range of industries and telephone interviews of human resources, operations and finance executives at approximately 300 companies
Overview of the People Capability Maturity Model® V2.0
Gian Wemyss Senior Member of the Technical Staff People CMM Team Software Engineering Institute Carnegie Mellon University Pittsburgh, PA 15213
© 2007 Carnegie Mellon University
Contents / Agenda 1. Workforce Issues
• The Shifting Focus of
4. Impact & Benefits
• People CMM Around the
Change • Retention: Short & Longterm
W
E
10%
Amount best practice compan来自百度文库es are overspending and under performing because of workforce management problems
At least 50% of U.S. HR executives don’t know enough to stay competitive
World • Benefits of Implementation
5. Conclusion
• More Information • Questions
2. People CMM V2.0
• What is the People CMM • Maturity Levels • Themes
3. Synergy
“When assets were physical Improving process capability enables people, enhances things like coal mines, process consistency, and shareholders truly owned promotes culture of vital discipline. them. But a when the assets are people, there can Improving technology be no true ownership. The capability enables processes and that people. best corporations can do isImproving to create an environment people capability that makes best people enables thethe development and want to stay.” sustainment of competencies
9
What Does ‘Manage’ Mean ?
‘Manage’ in the dictionary: Man•age, v.t.To control and direct; to administer; to treat, as a person, with caution or judgement.
clear objectives—cascaded if possible • continuing discussion of the performance of the work • manage performance problems • reward outstanding performance
Labor Demand
2006 First of the Baby-Boomers turn 60
2024 Last of the Baby-Boomers turn 60
2010
2014
2018
2022
2026
Labor Supply
Source: The Employment Policy Foundation, 2005
Overview of the People CMM Austin SPIN, March 22, 2007
© 2007 Carnegie Mellon University
6
Labor Demand and Supply Projections
200 190 180 170 160 150 140 130 2002 2006
5
Trends Affecting the Workforce
Pfeffer (1994)
From
Doers differ from thinkers Assets are things Labor is an expense Lifetime employment Top down control Localized work Measure for results
ty
Le
ad
ers
hip
8
Workforce Issues:
The Shifting Focus of Change Managing A Changing Workforce
Overview of the People CMM Austin SPIN, March 22, 2007
© 2007 Carnegie Mellon University
4
Navigating Workforce Agility
More than 50% of U.S. high growth companies outsource administrative HR functions A misalignment of business and workforce strategies is a major obstacle to revenue improvement
© 2007 Carnegie Mellon University
7
Why Do They Join/Leave ?
100 90 80 70 60 50 40 30 20 10 0
y ltu re te n t s ng ge xi b ilit itie ti o n ma ini on
•
Implicit messages:
work performance matters • your abilities matter • “I care whether you succeed”
and lays the foundation for a Business August 21, 2000 culture Week, of excellence and the building of high-performance teams.
Technology
B A C
Sdfkfaso iahsf sdfkas askf asfsdf dsk fs asd;fkjas;dkf askfas sdjfkn kjasdf jasdf jsf wdfi w[0din as;dhfi asf; anf[I sadifh ai asidn f af as09 d ahdp uhdf phadf uihdf hdh hf hdf d slasd hasdf uhdf sfs uhasfpuas usf smfd ask as asjas s jasf mm s apd kas ns n knsf nfas asdfj ifa[if99hj p
© 2007 Carnegie Mellon University
10
The Immediate Retention Issue
Relationship with manager:
affects morale • represents the company
•
Performance management:
‘Manage’ in the People CMM: Man•age, v.t.To accept stewardship of a resource; to develop; to optimize the conditions affecting success.
Overview of the People CMM Austin SPIN, March 22, 2007
N
84%
of companies are not utilizing their workforce to its full potential
63%
of companies' HR technology does not provide centralized data for decision-making
The Shifting Focus of Change Retention: Short & Long-term
Overview of the People CMM Austin SPIN, March 22, 2007
© 2007 Carnegie Mellon University
3
The Shifting Focus of Change
PM Network, v.19, no. 1, January 2005
Source: “2004 Workforce Agility Study:” Convergys Corp.
Overview of the People CMM Austin SPIN, March 22, 2007
© 2007 Carnegie Mellon University
iasd ijsdf jsdfij asdfijs ijsij isad[j ia
D
Organizational capability
Process
People
Overview of the People CMM Austin SPIN, March 22, 2007
© 2007 Carnegie Mellon University
Join Leave
%
rkl ife wo of
cu
un
sa
an yi
T ra
bc
po rt
F le
rk
en
Wo
mp
Op
mp
Jo
Co
Co
Qu
ali
Overview of the People CMM Austin SPIN, March 22, 2007
© 2007 Carnegie Mellon University
To
Doers must be thinkers Assets are people People are an investment Lifetime employability Decentralized decisions Networked problems solved Measure for improvements
• With CMMI-DEV • Developing Capability to
Overview of the People CMM Austin SPIN, March 22, 2007
© 2007 Carnegie Mellon University
Predict Performance
2
Workforce Issues:
27%
of US companies have a human resources controller
S
60%
of U.S. executives say HR is not proficient at developing workforce strategy
Note: Results based on in-person interviews with top human resources executives at U.S. and European copanies in a range of industries and telephone interviews of human resources, operations and finance executives at approximately 300 companies
Overview of the People Capability Maturity Model® V2.0
Gian Wemyss Senior Member of the Technical Staff People CMM Team Software Engineering Institute Carnegie Mellon University Pittsburgh, PA 15213
© 2007 Carnegie Mellon University
Contents / Agenda 1. Workforce Issues
• The Shifting Focus of
4. Impact & Benefits
• People CMM Around the
Change • Retention: Short & Longterm
W
E
10%
Amount best practice compan来自百度文库es are overspending and under performing because of workforce management problems
At least 50% of U.S. HR executives don’t know enough to stay competitive
World • Benefits of Implementation
5. Conclusion
• More Information • Questions
2. People CMM V2.0
• What is the People CMM • Maturity Levels • Themes
3. Synergy
“When assets were physical Improving process capability enables people, enhances things like coal mines, process consistency, and shareholders truly owned promotes culture of vital discipline. them. But a when the assets are people, there can Improving technology be no true ownership. The capability enables processes and that people. best corporations can do isImproving to create an environment people capability that makes best people enables thethe development and want to stay.” sustainment of competencies
9
What Does ‘Manage’ Mean ?
‘Manage’ in the dictionary: Man•age, v.t.To control and direct; to administer; to treat, as a person, with caution or judgement.
clear objectives—cascaded if possible • continuing discussion of the performance of the work • manage performance problems • reward outstanding performance
Labor Demand
2006 First of the Baby-Boomers turn 60
2024 Last of the Baby-Boomers turn 60
2010
2014
2018
2022
2026
Labor Supply
Source: The Employment Policy Foundation, 2005
Overview of the People CMM Austin SPIN, March 22, 2007
© 2007 Carnegie Mellon University
6
Labor Demand and Supply Projections
200 190 180 170 160 150 140 130 2002 2006
5
Trends Affecting the Workforce
Pfeffer (1994)
From
Doers differ from thinkers Assets are things Labor is an expense Lifetime employment Top down control Localized work Measure for results
ty
Le
ad
ers
hip
8
Workforce Issues:
The Shifting Focus of Change Managing A Changing Workforce
Overview of the People CMM Austin SPIN, March 22, 2007
© 2007 Carnegie Mellon University
4
Navigating Workforce Agility
More than 50% of U.S. high growth companies outsource administrative HR functions A misalignment of business and workforce strategies is a major obstacle to revenue improvement